Talent management refers to the process of attracting and retaining performing employees through improving and motivating their skills and abilities, aiming at attaining the organization’s objectives and goals.
Succession planning encompasses finding and developing future front runners in organizations, and critical people involved in the planning include employees who take leadership positions in decision-making, technical, or support (Mupepi, p 60). Also, these people have a significant impact on the future development of the organization.
Competency Model encompasses guidelines devised by human resource, setting out specific skills, knowledge, and behavioral obligations which make employees successively execute their duties to improve their organization’s welfare.
Elements involved in the effective job description include job title and summary, competencies, work environment and activities, performance expectations as well as compensations and benefits. Organizations considering these elements open various communication lines with the employee where opinions and ideas are shared for decision making and simplify hiring.
Maslow theory denotes that human have various categories of needs which includes physiological, security, love, esteem and self-actualization in which advanced needs in the pyramid begins to be manifested when basic needs have been fully satisfied (Poldma p.79). Also, satisfying these needs is affected by external conditions and differences in individual preferences since behaviors are multi-motivated and predetermined by additional basic needs to bring satisfaction to the individual (Sanghi par.2).
Talent profiles should encompass significant elements such as work styles, accomplishments, and work history for employees. Also, development required, languages, job interests, and competency development components in talent profiles enables employees to improve engagement and performance in organizations, thus increasing profit margin and enhance communication in the companies.
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Components for conducting talent assessment comprise competency development, assessment options, and talent interviews, which allow managers to make better talent decisions and assign significant roles to skilled employees, thus improving efficiency and performance.
The shared management model has three phases, which include unfreezing, transitioning, and refreezing (Hussain et al.). Unfreezing denotes that people repel changes in organizations due to unknown fears in which remedying rescinding requires significant motivation from employers. Conversely, the transition is initiated after unfreezing, and overcoming its challenges require adequate leadership skills and reassurance from managers. After transition comes refreezing, which signifies that changes are accepted and implemented, and staff members operate smoothly under new rules.
Successful succession planning is maintained when more skilled and talented leaders replace old leaders in instances of leaving the organization, retiring, or die in the office. The organization enjoys the availability of experienced and proficient employees who posit the organization’s future at the able hands of talented employees. Also, successful succession planning ensures the growth and stability of the organization as well as maintaining the long-term health of the company.
The model of emotional intelligence, as outlined by Daniel Goleman, explains the significance of emotions in individual life, how they help and hurt the ability to traverse issues as well as following advice on better ways of improving emotional intelligence. According to Goleman, emotional intelligence rest on self-awareness and regulation, which entails understanding their emotions and recognizing their impacts on the surroundings as well as adapting to changing circumstances through redirecting disruptive emotions. Also, social skills and empathy are recognized in the emotional intelligence model as other people’s emotions are moved to the desired course, while empathy enables individuals to comprehend other people’s feelings.
Motivational factors, as stipulated by Herzberg, refer to drivers of human conduct associated with the intrinsic nature of the working environment, which includes achievement, personal growth responsibility, among others (McNeil, et al. p107). In contrast, maintenance factors are responsible for ensuring a good working environment such as policies, better salaries security, among others.
Hussain, Syed Talib et al. “Kurt Lewin’s Change Model: A Critical Review Of The Role Of Leadership And Employee Involvement In Organizational Change”. Journal Of Innovation & Knowledge, vol 3, no. 3, 2018, pp. 123-127. Elsevier BV, doi:10.1016/j.jik.2016.07.002. Accessed 29 June 2020.
Mupepi , Mambo. Effective Talent Management Strategies for Organizational Success. Business Science Reference, 2016.
Sanghi, Seema. The Handbook of Competency Mapping: Understanding, Designing, and Implementing Competency Models in Organizations. SAGE Publishing India, 2016.
Poldma, Tiiu. “Hierarchy of Needs (Maslow).” The Bloomsbury Encyclopedia of Design, 2016. Effectiveness of the Training Program is based on the Theory of Daniel Goleman’s Emotional intelligence in the Development of Emotional and Social Skills vol. 3, no. 2, 2016, pp. 65-131.
McNeil, Daniel W., et al. “Motivational Interviewing and Motivational Interactions for Health Behavior Change and Maintenance.” Oxford Handbooks Online, 2017.